Defining The Role Of The Kinq Fahd Hospital
No health care institution could fulfill its role if this role had not been clearly defined. Over the period
of this plan, ONE team will work on defining the following:
• Defining the role of hospital in terms of clinical services offered.
• Defining the hospital's regional coverage.
• Defining the number of patients that could be offered care within available resources.
Team Leader:
Health Affairs Director.
TheTeam to Comprise Of:
King Fahd Hospital Director.
Selected executives from Health Affairs (Possibly).
Selected Managers/Heads of Services from King Fahd Hospital.
OTHER Hospital Directors.
Selected Managers/Heads of Services from OTHER Hospitals.
Strategy
Restructuring the regional pattern of health services to establish:
Division of Clinical Specialties between MOH providers.
Division of Emergency Services between MOH providers.
Developing Referral Systems and Policies between MOH providers.
Improving Utilization of Primary Care Services.
Securing approval of higher authorities, if needed.
Testing the system, and providing flexibility that allows for adjustment.
Total Quality Management (TQM)
Team Leader:
King Fahd Hospital Director.
Team Membership:
Dr. Abdullah Badawood.
Dr. Atef Mahdi.
A Quality expert.
Heads of Clinical Services.
Representative(s) from Administration.
Representative(s) of Nursing and Paramedical staff.
Representative(s) from Maintenance Services.
Strategy: Implementing a Five Year Plan
Phase I (one year)
- Production of a written QM Plan.
- Mission , vision, values statement.
- Top leaders educate themselves on principles of QM Required reading material listed.
- Small pilot QM project overseen by Hospital Director.
Phase II (one year)
-All middle managers and department heads trained in the philosophy and methods of QM.
- Priorities established.
- Demonstration projects chosen.
- Cross-functional teams established.
Phase III (one year)
More demonstration projects initiated across departmental lines Middle managers and departmental heads leading each project Training teams of employees in QM philosophy and methods.
Phase IV (two years)
Train every employee in QM philosophy. Employee involvement in QM projects throughout the hospital Cultural change of QM would have taken place.
Enhancing Job Satisfaction
Team Leader:
King Fahd Hospital Director
Team Membership:
Dr. Atef Mahdi
Dr. Abdullah Badawood
Other members would be drawn to represent different groups of hospital staff. Membership would also depend on the satisfaction facet under study
Strategy
To be effective, policies aimed at improving satisfaction require correct identification of those job characteristics that employees believe need improvement. This, in turn, requires that assessments of satisfaction measure each satisfaction facet separately.
To achieve greater job satisfaction, we must look separately at each Satisfaction Facet. Then, we must develop an appropriate strategy and plan to achieve satisfaction in that particular area.
In all circumstances, there must be broad representation of staff, and canvassing of opinions across the hospital
Satisfaction facets
Three facets deserve mention:
(1) Organizational policies and practices (for example, compensation, promotions, and job security),
(2) People one works with, including supervisors and co-workers, and (3) The work itself.
We must bear in mind that satisfaction with any single facet may not be highly related with any other facet.
Therefore three committees will be formed, each committee with cover areas that relate to a single satisfaction facet , then come up with realistic recommendations to improve the situation.
Developing And Pioneering Private Practice
This includes Developing Private clinical Services and Developing the Private Health. Care System.
ONE team would look at BOTH the services and the system under which private services are to be offered.
Team Leader:
Health Affairs Director, or
King Fahd Hospital Director
Team membership:
Representatives from Health Affairs
Dr. A. Bawazeer
Heads of Clinical Services
Representative(s) from Administration
Representative(s) from Finance
Representative(s) of Nursing and Paramedical staff Representative(s) from Patient Services and Appointment staff Marketing and Business expert
Strategy
The committee would look into the following areas:
Type and Range of Private Services to be offered Site/ location of services Staff, internal and external
Required equipment, and building adjustments
Integrating existing services with private operation
Financial arrangements, including benefits to staff
Possible deals with contractors, suppliers, etc.
Full Marketing study and developing a marketing plan Costing services and deciding profit margins
Finally:
After review of all previous arrangements, the committee would look whether they are possible under Current system, and recommend adjustments to the system if needed.
Guidelines For Implementing The Strategic Plan
As I had mentioned in the introduction, the most important aspect of any plan is its implementation. 'This plan has set major service goals. To achieve each of these goals we must decide:
i. A Strategy.
ii Achievable Operational (short term) Objectives.
In addition, an operating plan for the upcoming year must be prepared. An operating plan defines events and responsibilities that details actions to be taken in order to accomplish the goals laid out in the strategic plan.
Any organization should have annual operating plans that corresponds to its fiscal year for each major organizational unit. The plan ensures everyone knows what needs to get done, coordinates their efforts when getting it done, and can keep close track of whether and how it got done.
Thus, implementation is hard work that would demand much from any organization. I am sure that much time and effort will be invested in planning the implementation and doing all the necessary work.
However, I have also learnt from experience that people often focus on the process and forget the concepts.
Therefore, without going into further details of implementation, or academics, I would like to present a few ideas that facilitate the implementation.
The following is merely a list of practical points to be considered by those parties involved in the process of plan implementation. We need to keep these ideas in mind, regardless of the method we choose to implement the strategic plan.
1- It is essential to engage hospital and even regional leadership in the implementation of the plan and making decisions about different processes. The involvement of leadership communicates a message of organizational importance and priority.
2- By the same token, we must increase the scope of staff participation throughout the process of implementation. We need to encourage all levels of staff to contribute to the process. (We have already given an example by the exercise of canvassing views on job satisfaction) Involving more individuals will ensure that the plan is realistic and will help motivate staff to implement the plan.
3- Work from a common understanding: provide training on the processes and establish a list of expectations and results to ensure that everyone is working towards the same outcomes. Your training must include individuals who will implement plan
4- Address critical issues that arise in the process of implementation: failure or unwillingness to put these critical issues on the table for discussion and resolution might lead staff to implicitly or explicitly challenge the credibility of the plan, its priorities, and/or its leadership.
5- Agree on how the plan will be operationalised: specify who will implement which parts of the plan. It is important to allocate individual responsibility, and to schedule routine evaluation meetings to review progress.
6- Use the plan as a management tool, including referring to it for guidance and decision making. This includes organizing work in the context of the plan.
This could also include incorporating sections of the plan in everyday management. For example, refer to the mission statement at business meetings to remind the staff of the organization's focus and purpose.
7- Design a system for controlling the process: ensure that there are mechanisms (e.g., evaluation meetings, monthly reports against plan) to inform management on progress.
8- Finally, it is very important that you don't lose focus of your goals. Some possible methods:
• Do your number 1 priority first: with so many things to do, it is always a challenge to focus on the first priority. However, start work with doing the first priority, e.g. if you are to follow up TQM implementation, make the quality report the first item on the management agenda.
• Get organized: with your work and your time, so you can focus on what should be done.
• Focus on your own goals: solving other people's problems, and doing their work, interferes with doing your own work and solving your own problems. Single-mindedly focus on your own work and goals, don't let others make their problems your own.
Always keep in mind that other people's work isn't your responsibility. You can either do your own work, or that of others. Let people worry about their work, and do yours.
Best wishes for a successful implementation.
Strategic Planning Activities
Session 1, Dec. 29 th , 2003
Introduction by Dr. Sami Badawood.
Introduction by H.E. Dr. Khalid AlSawwaf, Director General of Health Affairs in Jeddah Region.
Lecture: Strategic Planning in Health Care, by Dr. Ali Bawazeer, Health Care Management Consultant.
Workshop 1- Review of Hospital Mission Open Discussion.
Workshop 2- Review of Hospital Strengths Open Discussion.
Workshop 3- Review of Hospital Weaknesses.
Session 2, Jan. 5 th , 2004
Review of Mission , Strengths and Weaknesses.
Lecture on the principles of prioritization of goals Workshop 4- Opportunities and Threats facing Hospital.
Open Discussion.
Workshop 5- First session on Setting Hospital Service Goals.
Session 3, Jan. 10 th , 2004
Review of steps taken to determine service goals.
Workshop 6- Second session on Setting Hospital Service Goals.
Open Discussion.
Workshop 7- Third session on Setting Hospital Service Goals, based on resolution of problems/threats.
Workshop 8- Fourth session on Setting Hospital Service Goals.
Open Discussion.
Session 4: Jan 17 th , 2004
Review of progress to date.
Workshop 9- Fifth session on Setting Hospital Service Goals.
Workshop 10- Sixth session on Setting Hospital Service Goals.
Review of goals reached through sessions.
Open Discussion.
Session 5: Feb. 22 nd , 2004
Dr. Ali Bawazeer, Health Care Management Consultant:
Review and Summary of findings to date .
Prioritization of Goals.
Future Plan.
Dr. Sami Badawood, Director General, King Fahd Hospital :
Commentary and Closing remarks.
H.E. Dr. Khalid Al-Sawwaf, Director General, Health Affairs in Jeddah:
Guiding principles for future development of health care in the region.
Session 6: March 31 St , 2004
Presentation: Strategic Planning Process and Document, by Dr. Ali Bawazeer, Health Care Management Consultant.
Presentation of the draft Strategic Plan.
First meeting of the Strategic Plan Review Committee.
Session 7: April 7 th , 2004
Presentation: Applying the plan, Job Satisfaction, and TQM, by Dr. Ali Bawazeer, Health Care Management Consultant.
First reading of the Strategic Plan by Plan Review Committee.
Session 8: April 14 th , 2004
Concluding review of the Strategic Plan by Plan Review Committee.
Session 9: April 26 th , 2004
Presentation of the final Strategic Plan Document.
